Building a Policy for Developing Corporate Human Resources

4.3.5.3. Customer market research

Although the factor "Customer demand" is the sixth most influential factor on PTNLQT at international enterprises in Hanoi, identifying target customers, understanding customer psychology and meeting their needs greatly affects the business performance of enterprises.

Customer market research is an extremely necessary activity to provide international enterprises with basic information about consumer tastes, quality requirements, prices and how to organize and implement tourism programs for tourist areas, how to receive market information and the costs that enterprises must spend to exploit the market, understand and evaluate competitors. In order to have the results of collecting and researching data from detailed market analysis to be highly effective, helping enterprises to develop and avoid unfortunate risks, it is required that managers at international enterprises must have the necessary skills to analyze the market such as:

- Good observation and judgment skills will help collect correct information and data. Then you will not have to make subjective inferences, ensuring correct and honest research results and providing a perfect analysis.

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- Communication and presentation skills: when doing research and searching for customers, you will have to regularly approach and interact with many different subjects and social classes: meet partners, attend seminars, participate in tourism promotion campaigns, go to many places to visit, survey, learn, and apply knowledge to your business. Therefore, good communication and presentation skills will not only help you easily research customers when conducting interviews and investigations, but also be able to collect more accurate survey samples.

- Good data and statistics analysis skills to identify target markets, build promotional programs for each tourism product with different prices and qualities for customers to easily access and choose.

- Managers at international tourism enterprises in Hanoi also need to focus on branding, promoting the image and brand of the enterprise not only to the source market but also to suppliers, authorities and local people at tourist destinations to create prestige in the market and attract customers.

4.3.5.4. Building a policy for developing the enterprise's administrative human resources

The factor “Enterprise's international human resource development policy” is assessed as the factor with the weakest impact on international human resource development at international enterprises in Hanoi. International enterprises are diverse.

The majority of international enterprises do not have a specific strategy for human resource development, due to cost savings and lack of human resource planning. New international enterprises only use short-term material incentives without paying attention to long-term human resource development strategies such as: spiritual incentives, creating a favorable working environment and promotion opportunities for employees. Most of Hanoi's international enterprises do not fully recognize the important role of human resource development; have not paid attention to investing properly in human resource development... Many international enterprises do not have a highly professional management team; have not yet established service standards and job descriptions; have not properly implemented the process of selecting, training and fostering human resources; have not paid attention to properly resolving the relationship between labor use and fostering.

International enterprises need to help employees clearly see career opportunities and encourage them to self-reflect in the process of planning their career development. It is necessary to plan for the appointment of international employees and support them in implementing their career plans. On the other hand, enterprises need to encourage individual international employees to take responsibility for their career development.

International enterprises need to motivate employees to work enthusiastically through employee reward policies so that they feel satisfied with the work they are doing. There needs to be a policy to attract and retain good human resources. Appropriate reward, promotion, advancement and recognition policies will make staff and employees satisfied and attract new human resources. To attract talent, international enterprises need to have a strategy, from attracting, recruiting, integrating to collaborating, paying attention to building corporate culture, creating a professional and friendly working environment.

4.4. Some recommendations

4.4.1. Recommendations to the Ministry of Labor, War Invalids and Social Affairs

The Ministry of Labor, War Invalids and Social Affairs needs to be responsible for forecasting and informing about the labor market in general and the high-quality labor market in the tourism industry in particular; organizing annual supply-demand surveys and publicly announcing the survey results so that training institutions, businesses and workers can plan for training, use and find suitable jobs.

Coordinate with relevant ministries and branches to strengthen inspection of higher education and vocational training institutions; rectify training institutions that do not ensure quality and publicly announce to ensure transparency. Strengthen the application of information technology in the management and organization of higher education and vocational tourism education activities to achieve efficiency.

Coordinate with the Ministry of Culture, Information and Tourism to focus on training tourism skills according to VTOS standards for international human resources at international enterprises; focus on improving professional skills, foreign languages and professional ethics for international human resources.

4.4.2. Recommendations to the Ministry of Finance

Expanding opportunities to connect with non-governmental organizations, foreign enterprises, domestic enterprises with local tourism labor resources. Mobilizing social resources in tourism development through enhancing the effectiveness of linkages between the state and private sectors. Strengthening cooperation and attracting domestic and foreign investment. Improving the tourism investment environment, promptly removing obstacles for tourism investors, ensuring a secure and orderly environment for investment projects.

The Ministry of Finance needs to allocate and use the state budget reasonably to develop infrastructure in the medium and long term, ensuring financial resources for tourism. Expand the scale of capital sources for tourism human resource development through encouraging and implementing socialization in tourism human resource training, creating mechanisms and conditions for social components, both domestic and foreign, to participate in contributing capital and knowledge for tourism human resource training.

4.4.3. Recommendations to the Ministry of Culture, Sports and Tourism

- The Ministry of Culture, Sports and Tourism coordinates with the Ministry of Education and Training to stipulate objectives, programs, contents and curriculum in tourism education and training establishments; directs the implementation of planning, plans and policies for the development of the tourism training school system at university, college and vocational secondary levels.

- The Ministry of Culture, Sports and Tourism needs to have appropriate policies to encourage domestic training institutions to cooperate closely with foreign partners in training human resources for the tourism industry. Planning the network of tourism training and development institutions ensures a balance between training levels and professions.

- The Ministry of Culture, Sports and Tourism coordinates with the General Department of Vocational Education (Ministry of Labor, Invalids and Social Affairs) to build a system of tourism vocational schools in the national education system; implement the policy of interconnection within the vocational training system and interconnection with other training levels, creating conditions for vocational learners to study and develop without limits in the future; unify the development of a set of national tourism vocational skills standards so that training institutions and tourism enterprises have tools to assess the quality of tourism human resources.

4.4.4. Recommendations to the People's Committee of Hanoi City

- Increase the attraction of foreign capital and advanced technology to serve the development of tourism human resources. Build a list of tourism human resources development projects to mobilize ODA, FDI and other forms of investment. Effectively use ongoing projects and form and receive other projects to serve tourism human resources development. Create conditions for training institutions to link and cooperate bilaterally and multilaterally with international training institutions, in the ASEAN tourism training institution network (ATTEN), the Asia-Pacific tourism training institution network (APETIT).

- The state management apparatus for tourism development is not strong enough at both central and local levels. The staff working on tourism development management is very small, mainly working part-time, with limited capacity, resulting in low efficiency and effectiveness of management. Therefore, it is necessary to improve and strengthen the management of the implementation of Hanoi tourism development planning; there needs to be reasonable decentralization and delegation of authority to avoid overlap and unclear distinction of responsibilities of individuals and groups in the management and use of human resources.

- The People's Committee needs to organize a review and determine the demand for human resources according to the general planning for tourism and economic development in Hanoi. In which, the demand for quantity, structure and quality of human resources of the whole region and each locality must be clearly identified.

- It is necessary to promote upgrading and developing tourism infrastructure and facilities to serve tourism development.

- Strengthening links with other localities to improve the management of international cooperation contracts according to a multi-sectoral linkage approach in Hanoi.

- It is necessary to pay attention to the development of Hanoi's tourism human resources, specifically: policy makers need to determine in advance the forecasts of human resources fluctuations, tourism development strategies and general economic development of the whole region for each period to analyze the demand and supply of tourism human resources and develop appropriate policies; It is necessary to conduct surveys and correctly assess the current status of tourism human resources in Hanoi in terms of quantity, quality, structure and professional qualifications; Develop standards and standardize tourism human resources in the capital; Continuously strengthen training and fostering knowledge about tourism; Develop standards and standardize tourism human resources in the capital.

4.4.5. Recommendations to Hanoi Department of Tourism

- It is necessary to strengthen the inspection and supervision of the quality of tourism activities, form quality supervision organizations with the active role of professional associations, organizations, and related tourism enterprises.

- It is necessary to regularly organize conferences and seminars with Tourism Associations, Travel Clubs, and tourism enterprises in the area to exchange information and promptly update difficulties of enterprises as a basis for advising the Hanoi People's Committee to remove them, creating favorable conditions for operating enterprises and supporting the start-up process in the tourism sector.

- Focus on linking, diversifying training forms, promoting socialization of tourism training, encouraging businesses to directly participate in training tourism human resources; promoting attraction, promotion and retention of tourism talents; creating conditions and requiring tourism human resources to self-study and self-train.

4.4.6. Recommendations for Vietnam Tourism Association (VITA), Vietnam Tourism Education Association (VITEA)

- Vietnam Tourism Association is researching and proposing the establishment of a Tourism Association in Hanoi to further promote the role of the Tourism Association in participating in planning tourism development policies and managing tourism industry development in the region.

- The Tourism Association in Hanoi needs to participate in connecting and linking with the Vietnam Tourism Association to acquire and learn experience in management, training, and human resource development in tourism in general and human resources working in travel businesses in particular.

- The Vietnam Tourism Training Association needs to: 1) Establish high-quality vocational training centers according to international standards in Hanoi to promptly provide additional high-quality human resources to meet the needs of the tourism industry; 2) Coordinate with the Hanoi Tourism Association to establish a quality assessment center and issue vocational certificates for tourism workers. On that basis, when receiving workers, tourism enterprises have an accurate basis to arrange the right job positions and have appropriate remuneration; 3) Coordinate well with international tourism enterprises in assessing the quality, quantity and structure of human resources to build a highly feasible human resource development strategy, creating a team of tourism human resources with sufficient quantity and good quality, ensuring job standards according to local, national, regional and international regulations.

4.4.7. Recommendations to tourism education institutions

- Promote tourism training linkages between domestic tourism education institutions and prestigious tourism education institutions abroad. This is an important method to improve the capacity of domestic education institutions towards approaching international standards in education and training. Focus on creating mechanisms and encouraging the development of linkage models between tourism education institutions and tourism enterprises, especially foreign joint ventures or 100% foreign-owned enterprises.

in addition to prestige and brand. This association model is especially meaningful for intermediate vocational training levels in tourism because students will have the opportunity to practice in an international-class tourism service environment.

- It is necessary to focus on linking the educational and training activities of schools with the production activities of enterprises through educational and training linkage models between schools and enterprises, forming innovation centers in schools that are closely linked to enterprises. In addition, it is possible to promote the formation of training facilities in enterprises to share common resources, from which both sides can proactively grasp and anticipate the needs of the labor market.

- Tourism education establishments must cooperate with professional associations and businesses operating in the tourism sector to forecast labor demand, develop output standards and train students with skills to meet industry requirements.

- Innovate the content and methods of education and training in the direction of standardization and modernization, apply the system of vocational skills standards in education and training, prioritize foreign language and information technology training time, increase practice time, practical activities, apply advanced science and technology, and modern means.

- Improve the quality of teachers, lecturers and managers at training institutions, create opportunities for them to be trained abroad, participate in domestic training courses, open foreign language and information technology training classes.

CHAPTER 4 SUMMARY

Chapter 4 has proposed a number of key solutions and recommendations to develop international human resources in Hanoi's international enterprises by 2030, specifically:

- Clearly stated the orientation for tourism development in Hanoi and Hanoi's international tourism enterprises based on the tourism development plan of Hanoi city towards 2030 and Decision No. 1081/QD-TTg on approving the master plan for socio-economic development of Hanoi city towards 2030.

- Clearly stated the directions and viewpoints of international human resource development in Hanoi's international tourism enterprises, including: International human resource development is closely linked to the development planning of the tourism industry and of Hanoi city; Ensuring comprehensive development in terms of quantity, structure and quality; Harmoniously considering the requirements for international human resource development and the requirements for personal development of the international human resource team; Based on international human resource development activities and considering short-term and long-term solutions of international human resource enterprises.

- Proposed a number of solutions to develop human resources in international enterprises in Hanoi such as: Raising awareness of stakeholders about human resources development in international enterprises, socializing human resources development in international enterprises, solutions to develop quality for human resources team, solutions to improve human resources development activities, solutions to control factors affecting human resources development in international enterprises.

- Proposed a number of recommendations to the Ministry of Labor, War Invalids and Social Affairs, the Ministry of Finance, the Ministry of Culture, Sports and Tourism, the Hanoi People's Committee, the Hanoi Department of Tourism, the Vietnam Tourism Association and the Vietnam Tourism Training Association, and tourism education institutions to develop international human resources at Hanoi's international tourism enterprises in the coming time.

CONCLUDE

Tourism is a comprehensive economic sector, with profound cultural content, interdisciplinary, inter-regional and highly socialized; it has been and is actively contributing to the socio-economic development of Vietnam. In order to continue to promote the position and role of the tourism industry, and at the same time contribute to enhancing the competitive position of Vietnam tourism in the region and the world, it is necessary to develop a team of international human resources at tourism businesses, including international tourism enterprises.

Hanoi is one of the most important tourist centers in the country. The number of tourists coming to Hanoi accounts for about 1/3 of the total number of tourists in the country. With great support from Hanoi's international tourism enterprises, many traditional international tourist markets have maintained a stable growth rate such as China, Korea, Japan, France, the US, Germany, Australia, Malaysia, Thailand, and Canada. According to the Hanoi Department of Tourism, the number of international tourism enterprises in Hanoi as of October 2021 was 1,149, accounting for 48.5% of the total number of international tourism enterprises nationwide. With large-scale international tourism enterprises, most of the international tourism workforce is well-trained, has professional qualifications, management experience, professional skills and good practical experience. However, the majority of Hanoi's international tourism enterprises are small and medium-sized enterprises, and international tourism development has not received close attention.

Currently, the work of developing international human resources in Hanoi's international tourism enterprises is not really uniform among business types and economic sectors. Finding solutions to develop international human resources in Hanoi's international tourism enterprises is a matter of concern not only for businesses but also for state management agencies on tourism such as the Ministry of Culture, Sports and Tourism, Hanoi People's Committee, Hanoi Department of Tourism. Based on the assessment of the current situation of developing international human resources in Hanoi's international tourism enterprises, the thesis has achieved the research objective of proposing a number of solutions and recommendations to contribute to developing international human resources in Hanoi's international tourism enterprises.

The qualitative research method was conducted by interviewing 12 experts in the tourism sector, in order to consider the necessity of the research problem in the context of Vietnam and to adjust the scale. Then, the thesis conducted quantitative research with 272 survey samples, the research results confirmed the reliability and value of the scales as well as tested the suitability of the theoretical model with market data.

The basic research results achieved by the thesis include:

- Systematize some basic theoretical issues on international cooperation, international human resources at international cooperation, international human resources development at international cooperation; International human resources development activities at international cooperation as prescribed.

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